The Impact of Islamic Banking Corporate Governance on Green Banking
Abstract
:1. Introduction
2. Theoretical Principles and Hypothesis Development
Research hypothesis: corporate governance in Islamic banking has a positive and significant effect on green banking.
3. Research Methodology
3.1. Information and Data Collection Instrument
3.2. Research Population and Sample
3.3. Research Model
4. The Analyses
4.1. Data Description
4.2. Data Description
5. Discussion and Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A. Employed Questionnaire
No. | Description | Totally Agreed | Agreed | Indifference | Disagreed | Totally Disagreed |
1 | My Bank provides training for employees about the environmental protection, energy saving, etc. | |||||
2 | My Bank has environmental (green) performance evaluation methods (sustainable environmental measures, energy saving measures and carbon footprint calculation). | |||||
3 | My bank implements an environmental (green) reward system in branches that support green banking initiatives. | |||||
Benefits related to daily operations | ||||||
4 | My bank has taken steps to reduce the use of paper and other materials. | |||||
5 | My bank has introduced energy efficient equipment, solutions and system practices (ATMs, LED lighting, SWIFT transfer, etc.). | |||||
6 | My bank uses e-waste management practices. | |||||
7 | My Bank has environmental banking practices (email, intranet, electronic statements, online verification system, etc.). | |||||
Activities related to customers | ||||||
8 | My bank provides loans for projects related to environmental protection and energy saving. | |||||
9 | My bank implements some independent and unique green schemes, projects, etc. (such as tree planting). | |||||
10 | My Bank promotes and facilitates environmental enterprises through special grants, loans and guidance. | |||||
11 | My bank uses social and environmental management system or any other mechanism to evaluate all credit proposals. | |||||
Activities related to bank policy | ||||||
12 | My bank is setting up green branches (energy efficient buildings/green buildings). | |||||
13 | My bank has an environmental (green) policy. | |||||
14 | My bank has environmental related contracts with related parties/stakeholders (suppliers, customers, etc.). | |||||
15 | In my bank, the head office or senior management level deal with environmental protection planning and implementation. | |||||
16 | My Bank buys its supplies, equipment and other items (such as printers, computers, etc.) from environmentally friendly companies. | |||||
Corporate Governance in Islamic Banks of Iraq (Based on the Dissertation Questionnaire) | ||||||
The first axis: the actions of the bank regarding guaranteeing the rights of shareholders and beneficiaries | ||||||
1 | The bank undertakes to treat all stakeholders fairly, including shareholders, depositors and investors. | |||||
2 | The bank tries to avoid illegal activities that put the shareholders’ rights at financial risk | |||||
3 | The bank has a fair structure for rewards and damages | |||||
4 | The bank is committed to take immediate measures for any violation of the owners’ rights | |||||
5 | The transfer of ownership of shares is done based on guaranteed legal measures | |||||
6 | Bank management is trying to give appropriate information to the shareholders through appropriate networks. | |||||
7 | banks are committed to the upper limits of ownership by large shareholders (10%) and otherwise obtain in-principle approval. | |||||
8 | The bank undertakes that the share of the founders does not exceed (20%) of the shares and (50%) of the capital, and the rest is subscribed. | |||||
9 | The company’s board of directors is encouraged to build strong relationships with common stakeholders to strengthen governance practices | |||||
10 | Bank management is required to fulfill its obligations to debtors and other related parties based on the payment schedule | |||||
The second axis: the competence and independence of the board of directors and executive management | ||||||
11 | Banks have an internal regulation that guarantees candidacy for membership of the board of directors based on the criteria of experience and competence. | |||||
12 | Most of the members of the board of directors have scientific qualifications, experience and talents suitable for managing banking activities | |||||
13 | The board of directors establishes general goals, plans and policies based on applicable criteria by the executive management. | |||||
14 | The board of directors tries not to share the members of the board of directors and the executive management | |||||
15 | The activity of the board of directors is for four years, and it is not possible to re-candidate to be a member of the board of directors except by evaluation, and it should not be more than three periods. | |||||
16 | The board of directors tries to have two independent members outside the bank who have no direct or indirect connection with the bank. | |||||
17 | The board of directors provides clear bills and instructions that guarantee the legal measures of the bank | |||||
18 | Bank has a charter and policy-plan for proper management (training of human resources, integrated quality and job behavior, etc.). | |||||
19 | The performance of the board of directors and executive management is evaluated by independent observers at least once a year. | |||||
20 | The board of directors has permanent and temporary committees based on the expertise and capabilities of the members, and its duties and powers have been specified. | |||||
21 | The established committees perform their duties efficiently and advise the board of directors based on appropriate timing. | |||||
22 | There is a governance committee that is managed by qualified individuals and reports on the implementation of governance criteria. | |||||
23 | The board of directors presents in an annual report the actual amounts earned by the chairman of the board of directors and members and executive management. | |||||
24 | The board of directors interacts with all shareholders on the basis of equality, which guarantees justice in rights and duties. | |||||
The third axis: the ability and independence of audit committees | ||||||
25 | The independence and realism of the internal auditor plays a role in the governance of the bank’s performance and prevents the conflict of interests between the administration and the owners. | |||||
26 | Banks are trying to ensure that the internal auditors are at a good scientific and practical level and are familiar with the company’s process and actions | |||||
27 | Audit units are connected with the board of directors and its employees are independent and capable. | |||||
28 | In the bank, there is a special audit unit, which is called the internal supervision department, and its employees have ability and independence. | |||||
29 | The audit committee ensures that the financial reports issued by the banks reflect the truth of the bank’s financial strength | |||||
30 | The audit committee follows up the work of the internal auditor and is concerned about their independence | |||||
31 | The internal audit department has an active role in risk management by determining and evaluating important areas that are at risk in the bank. | |||||
32 | The internal audit department is under the internal control of the periodical evaluation process, and attempts are made to check the problems in it and follow its correction. | |||||
33 | Internal audit plays a role in guaranteeing the right of shareholders to comment on the appointment of board members | |||||
34 | Internal audit helps in guaranteeing the right of shareholders to vote in person or proxy, and all votes should be given the same value. | |||||
The fourth axis: transparency policy in the bank | ||||||
35 | All information of relative importance, in addition to those specified by law, is provided at the right time and it is guaranteed that the information reaches all stakeholders. | |||||
36 | The existence of equal opportunities in reaching information to all people at the right time and at the lowest cost. | |||||
37 | Banks provide future perspectives and risks periodically and continuously. | |||||
38 | The bank’s transparency policy is consistent with international accounting standards or the National Control Department. | |||||
39 | Banks provide governance structure and policies and the degree of its implementation in the bank. | |||||
40 | The process of providing transparent information is continuous and available to the public at a specified time and with simple tools at no cost. | |||||
41 | Commitment to transparency and accuracy of information and providing it at a specified time increases the trust of shareholders and customers. | |||||
42 | The board of directors is committed to publish specific information about the capital structure and related facilities to protect the interests of small owners. | |||||
43 | Transparency is pervasive and has an assessment of the bank’s financial strength and risk-taking activities. | |||||
Dependent variable axis: implementation of banking corporate governance and its effect on green banking | ||||||
44 | Bank management focuses on the quality of electronic banking performance and considers it a strategic task for the success of the work and improvement of electronic banking. | |||||
45 | Bank employees have the necessary documents to perform their duties in the bank in terms of quality, time and cost. | |||||
46 | Governance and its standards give the bank the competitive power to attract more customers and this issue improves the performance indicators of electronic banking. | |||||
47 | The bank administration is continuously improving working methods and advanced banking services, especially in the field of electronic banking. | |||||
48 | Banks are looking for continuous improvement of the quality of services provided in a way that matches the customer’s needs. | |||||
49 | Bank employees have advanced methods and tools to provide electronic banking services. | |||||
50 | Banks use real and measurable metrics of e-banking performance. | |||||
51 | The reputation of the bank is related to the level of services provided to the people. | |||||
52 | The bank administration periodically compares the electronic services provided by the bank with other banks. | |||||
53 | The number of customers and their quality has a role in the performance of the bank and the quality of services provided to them. |
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No. | Percentage | ||
---|---|---|---|
Gender | Male | 26 | 37.140 |
Female | 44 | 62.860 | |
Position in bank | Head of Branch | 6 | 8.570 |
deputy | 7 | 10.000 | |
Senior | 20 | 28.570 | |
Employee | 37 | 52.860 | |
Work experience | 5 years and less | 24 | 34.290 |
6 to 10 years | 14 | 20.000 | |
11 to 15 years | 10 | 14.290 | |
More than 15 years | 22 | 31.430 | |
Field of study | Accounting and auditing | 21 | 30.000 |
Economy | 12 | 17.140 | |
Financial Management | 18 | 25.710 | |
other | 19 | 27.140 | |
Age | 20–25 | 1 | 1.430 |
26–30 | 24 | 34.290 | |
31–35 | 9 | 12.860 | |
35 and higher | 36 | 51.430 | |
Total | 70 | 100.000 | |
Education | Associate Degree | 0 | 0.000 |
Bachelor’s degree | 18 | 25.710 | |
Master’s degree | 25 | 35.710 | |
PhD and higher | 27 | 38.570 |
Question | Mean | Median | Mode | Question | Mean | Median | Mode |
---|---|---|---|---|---|---|---|
Activities related to the employees | Activities related to the customers | ||||||
Q1 | 2.800 | 3 | 2 | Q8 | 2.290 | 2 | 2 |
Q2 | 2.810 | 3 | 2 | Q9 | 2.570 | 2 | 2 |
Q3 | 2.870 | 3 | 3 | Q10 | 2.830 | 3 | 2 |
Q11 | 2.370 | 2 | 2 | ||||
Activities related to daily operations | Activities related to bank policy | ||||||
Q4 | 2.410 | 2 | 2 | Q12 | 2.740 | 3 | 2 |
Q5 | 2.330 | 2 | 2 | Q13 | 2.360 | 2 | 2 |
Q6 | 2.840 | 3 | 3 | Q14 | 2.340 | 2 | 2 |
Q7 | 2.490 | 2 | 2 | Q15 | 2.430 | 2 | 2 |
Q16 | 2.240 | 2 | 2 |
Question | Mean | Median | Mode | Question | Mean | Median | Mode |
---|---|---|---|---|---|---|---|
The first axis: the actions of the bank regarding guaranteeing the rights of shareholders and beneficiaries | The third axis: the ability and independence of audit committees | ||||||
Q1 | 1.840 | 2 | 2 | Q25 | 2.100 | 2 | 2 |
Q2 | 1.700 | 2 | 2 | Q26 | 1.940 | 2 | 2 |
Q3 | 1.760 | 2 | 2 | Q27 | 2.040 | 2 | 2 |
Q4 | 2.200 | 2 | 2 | Q28 | 1.910 | 2 | 2 |
Q5 | 1.810 | 2 | 2 | Q29 | 1.930 | 2 | 2 |
Q6 | 1.660 | 2 | 2 | Q30 | 1.830 | 2 | 2 |
Q7 | 1.890 | 2 | 2 | Q31 | 1.810 | 2 | 2 |
Q8 | 1.630 | 2 | 2 | Q32 | 2.360 | 2 | 2 |
Q9 | 1.870 | 2 | 2 | Q33 | 2.160 | 2 | 2 |
Q10 | 1.930 | 2 | 2 | Q34 | 2.390 | 2 | 2 |
The second axis: the competence and independence of the board of directors and executive management | The fourth axis: the transparency policy in the bank | ||||||
Q11 | 1.790 | 2 | 2 | Q35 | 2.370 | 2 | 2 |
Q12 | 2.070 | 2 | 2 | Q36 | 2.190 | 2 | 2 |
Q13 | 2.110 | 2 | 2 | Q37 | 2.300 | 2 | 2 |
Q14 | 1.870 | 2 | 2 | Q38 | 2.140 | 2 | 2 |
Q15 | 1.930 | 2 | 2 | Q39 | 2.030 | 2 | 2 |
Q16 | 1.910 | 2 | 2 | Q40 | 2.060 | 2 | 2 |
Q17 | 1.970 | 2 | 2 | Q41 | 2.260 | 2 | 2 |
Q18 | 1.800 | 2 | 2 | Q42 | 1.740 | 2 | 2 |
Q19 | 2.140 | 2 | 2 | Q43 | 1.960 | 2 | 2 |
Q20 | 1.890 | 2 | 2 | ||||
Q21 | 1.960 | 2 | 2 | ||||
Q22 | 1.900 | 2 | 2 | ||||
Q23 | 1.940 | 2 | 2 | ||||
Q24 | 2.210 | 2 | 2 |
Cronbach’s Alpha | Composite Reliability Coefficient | AVE |
---|---|---|
0.941 | 0.876 | 0.689 |
Index Name | Sing | Calculation | Acceptable | Ideal |
---|---|---|---|---|
χ2 significance | χ2 | <0.002 | 0.050< p ≤ 1.000 | 0.010 < p ≤0.050 |
Optimized chi-square | χ2/df | 1.487 | 0 < χ2/df ≤ 5 | 0 ≤ χ2/df ≤ 3 |
Goodness of fit | GFI | 0.937 | 0.800 ≤ GFI < 0.950 | 0.950 ≤ GFI ≤ 1.000 |
Adjusted goodness of fit | AGFI | 0.917 | 0.800 ≤ GFI < 0.950 | 0.950 ≤ GFI ≤ 1.000 |
Root mean square residual | RMR | 0.019 | 0 < RMR ≤ 0.100 | 0 ≤ RMR ≤ 0.050 |
Comparative goodness of fit | CFI | 0.933 | 0.900 ≤ CFI < 0.970 | 0.970 ≤ CFI ≤ 1.000 |
The root mean square of the estimation error | RMSEA | 0.021 | 0.050 < RMSEA ≤ 0.080 | 0 ≤ RMSEA ≤ 0.050 |
Components | Questions | Cronbach’s Alpha | Factor Analysis |
---|---|---|---|
Green banking | 16 | 0.903 | 0.794–0.940 |
Activities related to employees | 3 | 0.878 | 0.841–0.905 |
Benefits related to daily operations | 4 | 0.914 | 0.804–0.917 |
Activities related to customers | 4 | 0.908 | 0.871–0.949 |
Activities related to bank policy | 5 | 0.916 | 0.768–0.998 |
Corporate governance | 43 | 0.847 | 0.705–0.898 |
The first axis: guaranteeing the rights of shareholders | 10 | 0.889 | 0.762–0.911 |
The second axis: the competence of the board of directors | 14 | 0.941 | 0.883–0.928 |
The third axis: independence of audit committees | 10 | 0.902 | 0.835–0.917 |
The fourth axis: bank transparency | 9 | 0.899 | 0.805–0.815 |
Variable | Latin Equivalent | Observations | Mean | Standard Deviation | Minimum | Maximum |
---|---|---|---|---|---|---|
Green banking | grb | 70 | 2.570 | 2.67 | 2.067 | 3.142 |
Activities related to employees | sta | 70 | 2.829 | 0.541 | 1.667 | 4.333 |
Benefits related to daily operations | dwa | 70 | 2.518 | 0.418 | 1.750 | 4.000 |
Activities related to customers | coa | 70 | 2.514 | 0.503 | 1.500 | 3.750 |
Activities related to bank policy | bpa | 70 | 2.423 | 0.329 | 1.600 | 3.200 |
Corporate governance | lsb | 70 | 1.989 | 0.104 | 1.721 | 2.214 |
The first axis: guaranteeing the rights of shareholders | psr | 70 | 1.829 | 0.170 | 1.400 | 2.300 |
The second axis: the competence of the board of directors | mbm | 70 | 1.964 | 0.194 | 1.500 | 2.429 |
The third axis: independence of audit committees | ica | 70 | 2.047 | 0.235 | 1.667 | 2.700 |
The fourth axis: bank transparency | trb | 70 | 2.116 | 0.280 | 1.556 | 2.778 |
Variables | Degree | Variables | Degree |
---|---|---|---|
Education | 1/000 | Major | /0952 |
Age | /0997 | Experience | /0925 |
Position | /0795 | Gender | /0932 |
Sta | /0784 | Dwa | /0999 |
Coa | /0104 | Bpa | /0836 |
Grb | /0571 | Psr | /0126 |
Mbm | /0998 | Ica | /0247 |
Trb | /0549 |
sta | dwa | coa | bpa | grb | psr | mbm | ica | trb | lsb | |
---|---|---|---|---|---|---|---|---|---|---|
sta | 1.000 | |||||||||
dwa | 0.073 | 1.000 | ||||||||
coa | 0.169 | 0.206 * | 1.000 | |||||||
bpa | 0.207 * | 0.081 | 0.002 | 1.000 | ||||||
grb | 0.679 *** | 0.551 *** | 0.639 *** | 0.447 *** | 1.000 | |||||
psr | 0.176 | −0.094 | 0.157 | 0.269 ** | 0.209 * | 1.000 | ||||
mbm | 0.056 | −0.037 | 0.188 | 0.032 | 0.113 | 0.041 | 1.000 | |||
ica | −0.181 | 0.11 | −0.227 * | −0.022 | −0.163 | −0.239 ** | −0.230 * | 1.000 | ||
trb | −0.172 | −0.018 | −0.038 | −0.197 | −0.173 | −0.084 | 0.136 | 0.019 | 1.000 | |
lsb | 0.121 *** | 0.006 ** | 0.002 ** | 0.020 *** | 0.070 *** | 0.236 ** | 0.447 *** | 0.373 *** | 0.716 *** | 1.000 |
Model 1 | Model 2 | Model 3 | Model 4 | Model 5 | ||||||
---|---|---|---|---|---|---|---|---|---|---|
Variable | Coefficient | p-Value | Coefficient | p-Value | Coefficient | p-Value | Coefficient | p-Value | Coefficient | p-Value |
Isb | 1.34 | 0.000 | ||||||||
Psr | 0.889 | 0 | ||||||||
Mbm | 0.784 | 0.001 | ||||||||
Ica | 1.089 | 0.028 | ||||||||
Trb | 0.478 | 0.002 | ||||||||
Education | 0.083 | 0.032 | 0.052 | 0.048 | 0.075 | 0.012 | 0.038 | 0.018 | 0.072 | 0.011 |
Age | 0.05 | 0.588 | 0.049 | 0.328 | 0.038 | 0.427 | 0.012 | 0.417 | 0.074 | 0.218 |
Experience | 84 | 0.562 | 0.04 | 0.412 | 0.038 | 0.187 | 0.03 | 0.209 | 0.022 | 0.336 |
Position | 0.03 | 0.366 | 0.028 | 0.447 | 0.022 | 0.345 | 0.018 | 0.308 | 0.011 | 0.228 |
Gender | 0.133 | 0.078 | 0.118 | 0.065 | 0.109 | 0.042 | 0.117 | 0.033 | 0.118 | 0.048 |
Constant | 2.819 | 0.000 | 2.478 | 0.000 | 1.991 | 0.001 | 1.984 | 0.000 | 1.748 | 0.000 |
Obs | 70 | 70 | 70 | 70 | 70 | |||||
R2 Adj. | 98.63 | 97.47 | 95.5 | 99.11 | 97.28 |
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Sehen Issa, J.; Abbaszadeh, M.R.; Salehi, M. The Impact of Islamic Banking Corporate Governance on Green Banking. Adm. Sci. 2022, 12, 190. https://doi.org/10.3390/admsci12040190
Sehen Issa J, Abbaszadeh MR, Salehi M. The Impact of Islamic Banking Corporate Governance on Green Banking. Administrative Sciences. 2022; 12(4):190. https://doi.org/10.3390/admsci12040190
Chicago/Turabian StyleSehen Issa, Jabbar, Mohammad Reza Abbaszadeh, and Mahdi Salehi. 2022. "The Impact of Islamic Banking Corporate Governance on Green Banking" Administrative Sciences 12, no. 4: 190. https://doi.org/10.3390/admsci12040190
APA StyleSehen Issa, J., Abbaszadeh, M. R., & Salehi, M. (2022). The Impact of Islamic Banking Corporate Governance on Green Banking. Administrative Sciences, 12(4), 190. https://doi.org/10.3390/admsci12040190